WHAT DOES CULTURE MEAN?

Organisational Culture:

There are two main approach to organisational culture which gives the term different meaning:

1) Organisational culture is the set of shared understandings and assumptions the members of an organisation have about what the organisation is (belief), how it ought to be (values), and organisational members should behave (norms). The culture is perpetuated through symbols and language (for example, stories, myths, legends, heroines, rituals, and ceremonies). The culture is shared by all members of the organisation and reflects a management style based on Unitarianism. Newcomers are introduced to the culture through socialisation and must learn to accept it, rather than question it. Those who do not accept the culture are encouraged to leave Some use the term “corporate culture” and tend to stress the importance of the founders, senior management and leaders as the creators of a culture. This line of thinking suggests that culture is managed from the top and can be devised strategically to help support the business objectives.

In summary, in this approach organisational culture is variable; it is something an organisation has; and it is something that can be managed.

2) Organisational culture is created through the social interaction of the members of the organisation. It emerges as a result of the interpretations and meanings constructed by employees (including managers) as they work together, talk with each other, makes sense of their surroundings, and deal with conflict. Symbols and languages are the manifestations of culture – they are physical and verbal expressions of the deep-rooted meanings and understanding’s members. As these meanings and understandings are constantly changing, so too organisational culture is in a state of mutability.

In summary, in this second approach, organisation is and something that cannot be manipulated or managed.

Strong Culture:

Refers to an organisation that has a clearly identifiable set of values and beliefs that are widely shared by employees. The supposed advantage of a strong culture is that it unified people around a common goal. However, it also has the disadvantage of getting everyone to think the same way, and behave in the same manner, thereby inhibiting innovation, originally, and flexibility. It can be problematic if the organisation finds itself in a dynamic environment, necessitating rapid and frequent change.

Weak Culture:

Refers to an organisation that either does not possess a clearly identifiable set of values and beliefs, or else possess them but fails to get them widely shared by employees. Whilst weak cultures are often deemed inferior to strong cultures, they have the advantages of producing a greater diversity of views, ideas and behaviour. This can be beneficial if an organisation wants to encourage creativity and originality, or it is faced with constant change and the need for flexibility.

Culture Mapping:

Is a technique for identifying the mismatch between existing employment practices and management style and values that are embraced in an organisation’s mission statement.

Culture Shock:

Is the surprise and disorientation a person can experience when placed in a situation where the dominant beliefs, values and norms are radically different from those held by the person. Typically, culture shock experienced when people visit a different country, but it can also be use to describe the confusion, concern, and feelings of being an outsider that experienced when a person moves from one organisation to another, or one social group to another. Through familiarisation and socialisation, the culture shock can gradually subside. Alternatively, if the person finds him or herself unable to adjust to or accept the new culture, he or she might choose to leave at the first opportunity.

Culture Management:

Is the technique of attempting to influence the attitudes and behaviour of employees through manipulating the symbolic context in which they work. It is an attempt to get employees to share the same set of beliefs and values as the senior managers in the organisation. The purpose is to improve organisational performance by harnessing the commitment, loyalty, dedication and cooperation of all employees. Culture management is based on assumption that an organisational culture can be created and manipulated in line with the wider business strategy. It also assumes that strong culture is preferable to a weak culture.

Culture Change Programmes:

These are processes and systems designed to transform the attitudes and behaviours of employees and elicit their commitment to the values that senior leaders and management deem important to the success of the organisation.